EFFECTS OF LMX AND DIFFERENTIAL TREATMENT ON WORK UNIT COMMITMENT

Wim van Breukelen · Dorien Konst · René Van Der Vlist

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Job Satisfaction and Organizational Behavior Employee Performance and Management Team Dynamics and Performance

Abstract

The Leader-Member exchange (LMX) theory of leadership states that leaders do behave differently towards the various members in their work unit. Relatively little attention has been devoted to the question of whether members' perceptions of differential treatment on the part of the leader affects their commitment to the work unit. Perceptions of the amount of differential treatment within their work unit did not explain additional variance in members' work unit commitment after the effects of LMX quality were accounted for. There was, however, a significant interaction effect of LMX quality and differential treatment on work unit commitment. The perception of a large number of differential treatment incidents seems to act as a neutralizer with respect to the positive effects LMX quality may have.

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References

1970Back-Translation for Cross-Cultural Research 1977Handbook of Industrial and Organizational Psychology.1986Research in Organizational Behavior.1979The measurement of organizational commitment 1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective 1969Management of organizational behavior 1971A Path Goal Theory of Leader Effectiveness 1980What Should Be Done with Equity Theory?

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